INTRODUCTION team. Then they can operate like

INTRODUCTION    Throughout this paper, the focus will be on coaching individuals or teams. By teaching them how to advance employees and achieve satisfaction on the job. Many already have the skills, but some just need added structure and coaching to bring out the full potential of the individual or team. Then they can operate like a fine-tuned well-oiled machine. This is done through observing their skills and helping the individual identify what they can achieve.  Positive coaching brings out all their true capabilities. The client is assisted by an aid to help reach the desired goal. By helping the client with the structured pathway, while applying the actions necessary to accomplish the desired goal. With the solution-focused model ENABLE, the design is for individual and team coaching (Adams, M. 2016). The ENABLE model helps by providing coaching. The paper will summarize the coaching technique used to assist the client in reaching the goal and evaluate the manager’s performance of the session. The ENABLE model can use a number of other models that can aid in the structure of the intended goal. However, ENABLE uses key elements of Solution-Focused Coaching (SFC) (Adams, M. 2016). In a nutshell, it’s like the old saying two heads are better than one. INTERVIEWLet’s start off by letting everyone understand the coach and coachee. It is a relationship where the coaching assists the coachee to bring out the best in their abilities (Rank, J., & Gray, D. E. 2017). While observing the coachee, I explored the skills being used and the ones needed to reach their anticipated goal. With a strong academic underpinning, it explores a wide range of approaches and techniques. They are for use with clients and to support the professional development of the coach or mentor (Lancer, N., Clutterbuck, D., & Megginson, D. 2016).   Along with the necessary motivation, I also recognized the thought processes that were being used to execute the job at hand. I thought to myself; “Was it a lasting positive change or could other procedures have been implemented instead?”. As I observe the coachee, to see if I notice something questionable, I ask a question and listen to the response. Before making any suggestions, I give the coachee the freedom of self-reliance. So they can tap into their potential and imagine their own success while understanding their expectations. For example, when the material that is being worked for a simple extra operation, they may take a few seconds that can be applied to that operation at the same time. That will save both time and money, then it would not only benefit the company but the coachee as well. Assisting the coachee to identify those types of alterations can set the coachee to be more attentive. They will soon be able to spot these types of actions needed. This is of most importance when it comes to being more productive and less costly while reaching the intended goal. When operating a business, it is about delivering a quality product while making a profit. Becoming more aware of being parsimonious is not being greedy. It can assist in a more profitable outcome while using fewer resources, time, and energy. This method helps both the coach and coachee identify solutions together. This further empowers the coachee to unlock their full potential. That one little extra operation that only took a few seconds ended up saving the amount of time for setting up a whole other operation. As the coach, it was just a matter of bringing out the coachee’s awareness of worksheets, practice tips, discussion points, the skills, strategies, and techniques they already have (O’Connell, B., Williams, H., & Palmer, S. 2012). All the coach had to do was discuss “what would be the outcome if the coachee was to do an extra operation at that point or stage of the job” letting the coachee determine whether the suggestion is worth the effort to reach the goal quicker. Meanwhile, setting short-term goals that are realistically obtainable can support the coachee with a quick assessment that the technique is fitting for the situation. After all, two heads are better than one. Empowering the coachee would benefit the company by having a consciously level-headed employee empowered with their own fully aware capabilities. In turn,  this will further encourage the commitment to the action. It is key to remain a positive and supportive team player to ensure development and improve personal competencies. In the end, coachees should not become dependent on the coach. Letting the coachee work in an area of competence for the individual is most necessary. This is done while managing the project relationships can be supported by communication. EVALUATING THE MANAGERS PERFORMANCECoaching outcomes can be generated by three essential mechanisms: Projection of Future Self, Perspectivation of Present Self, and Confirmation of Past/Present Self (Correia, M. C., dos Santos, N. R., & Passmore, J. 2016). The outcome was very pleasing overall to see the coachee grasp the tools that were already there. Through a few questions being asked and minor suggestions that are given the coachee was empowered to make better conscious decisions that affected a positive outcome. They are now able to complete the job faster, while still producing a quality product and on a goal orientated pathway at that. It allows the coach to continue coaching by observing the coachee perform the job. This is accomplished by asking questions about the operations and technique that are being performed. Offering suggestions can be a great way to keep the coachee thinking about how to improve their performance and skills. The coaching session was highly effective at empowering the coachee to perform as independently as possible. It allows the coach to basically remain an observer. The employee learned that they can use their own procedures to accomplish the goal. They can save the organization time and money through effective positive thinking and effective planning.THE ACRONYM ENABLEE- Elicit preferred future; reached this goal by empowering the employee to visually see the goal        orientated destination N- Notice exceptions; for this particular situation, there was no formal objection to the proposed      Action suggested completing the job efficiently.A- Activate strengths and resources; activating the coachee’s strengths was not hard assuring the      employee their own ideas are used gave them the resources to find their own strengths.B- Build on what’s working; letting the coachee continue to add to what is already working can      help improve the working habits.L- Look for opportunities; allowing the coachee to actively look for opportunities to reach the      ending goal is very effective for the employee and the organization.E- Efficacy-supportive feedback; assuring the coachee that what they are suggesting is the best     way to go about the operation being performed. REFERENCESAdams, M. (2016). ENABLE: A solution-focused coaching model for individual and team      coaching. Coaching Psychologist, 12(1), 17-23.Correia, M. C., dos Santos, N. R., & Passmore, J. (2016). Understanding the Coach-Coachee-      Client relationship: A conceptual framework for executive coaching. International Coaching       Psychology Review, 11(1), 6-23.Lancer, N., Clutterbuck, D., & Megginson, D. (2016). Techniques for Coaching and Mentoring.       New York: Routledge.O’Connell, B., Williams, H., & Palmer, S. (2012). Solution Focused Coaching in Practice. Hove:       Routledge.Rank, J., & Gray, D. E. (2017). The role of coaching for relationship satisfaction, self-reflection,      and self-esteem: Coachees’ self-presentation ability as a moderator. Consulting Psychology      Journal: Practice And Research, 69(3), 187-208. doi:10.1037/cpb0000082